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Dhuruma Electricity Co: PP11 project

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Dhuruma Electricity Co: PP11 project

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p are a thought for the inhabitants of Riyadh. For four months of the year, the average temperature is more than 40 degrees Celsius, and that is uncomfortable even if you are used to it. Saudi Arabia’s capital is in the middle of the Arabian Peninsula, and a long way from the sea, so its five million inhabitants would swelter horribly if they had to. The traditional way of keeping cool is to spray a lot of water about: effective but a waste of a scarce resource.

Dhuruma Electricity Co: PP11 project The main reason that demand for electricity is increasing by up to 12 per cent year-on-year is that everyone is demanding air conditioning in every part of the built environment, whether it’s at home, in the shops or in the office. There’s enough money in the kingdom to cover the cost of the technology: the limiting factor is Saudi’s ability to generate enough electricity to meet this growing demand.

Again, the money is there and so is the fuel to power them, but power plants are complex and take time to build and commission. The country’s national electricity company, Saudi Electricity Company (SEC), has been steadily increasing capacity but

ADEN Services ADEN Services is designing and building a luxurious compound with entertainment plaza, restaurant and Arabic style apartments, lost in the middle of an oasis with a fantastic view of the surrounding desert.

This new challenge for ADEN Services, to be completed within eight months, will be available for Dhuruma Electricity Company employees’ accommodation at the brand new Power Plant 11

by Dhuruma, west of Riyadh in Saudi Arabia. ADEN Services will also provide a three-star hotel level of service to carry out the full village management including reception, guarding, catering, cleaning, housekeeping and other related services.

Internationally, ADEN Services also manages projects in DR Congo, Vietnam, Eritrea and Kazakhstan, specialising in the mining, oil and gas, construction and heavy industry sectors.

has found it hard to keep up with the demand by building and operating its own plant—which is why it is now encouraging the construction of independent power plants (IPPs) under the build, own, operate and transfer (BOOT) model.

Dhuruma Electricity Company (DEC) is a company set up with the purpose of building and operating at least one such plant, PP11 (the new plants are numbered in sequence) 120 kilometres from the capital and near to the town of Dhuruma. It is one way in which SEC can increase its capacity flexibly by contracting to buy electricity from an independent operator. SEC thus increases its capacity but more importantly, the building and commissioning of the plant is fast-tracked: it gets its power much more

quickly and reliably than it would otherwise.

SEC owns 50 per cent of DEC: the other half is owned by a number of independent shareholders including the project developer IPR/GDF Suez, Sojitz of Japan and the local Saudi business backer, the Aljomaih Group.

PP11 will use gas to generate 1.7 GW of power—not many power stations in the world are larger. And yet it is just one of four new stations that Saudi Arabia needs to build each year if it is to supply the growing needs of its people and its industries. When you consider that work didn’t start seriously until after Ramadan in 2010—mid-September that year— and it is contracted to deliver its initial power to the national grid in May 2012 well in time for the peak summer demand from Riyadh, the term ‘fast-track’ takes on a new meaning.

That is probably why Jim Cooper, an English engineer who has built large power plants around the world, was appointed to lead DEC through this critical period.

Though the lead contractor, Korea’s Hyundai Heavy Industries, is responsible for the EPC contract, this is a project that needs watching at every stage and as head of the ownership company, Cooper will have to live with the result. He is accordingly taking a positive role in seeing that the engineering and finances of the $2 billion plant are carefully monitored.

As PP11 is in the middle of the desert, the large quantity of water it will need presents a huge challenge. The solution has been to use recycled domestic waste water from the city of Riyadh brought to the site through a 95 kilometre underground pipeline. Gas, on the other hand, is plentiful. As Cooper explains: “Gas used to be looked on as a waste product and was flared off; but now it is being captured and used for electricity production.”

A large gas pipeline runs about a kilometre from the plant, and a local contractor, Gas Arabian Services Company, is constructing a

spur to bring the fuel gas to the PP11 site. To export the energy the gas generates, the local branch of Indian engineering services company Larsen & Toubro is constructing the 23 kilometre HT power lines that connect the plant to the grid. “They are doing a truly exceptional job despite having to overcome a number of problems,” comments Cooper.

The IPP model addresses a lot of the headaches afflicting SEC, explains Cooper. “When the state body specifies the design, engineering and capacity of a plant and then supervises its construction too, the decision-making processes can be rather slow and as a result, projects tend to take years to come to fruition.” Money is plentiful in an oil exporting economy but right now, time is at a premium.

BOOT is the perfect solution for such an economy.

SEC’s investment is reduced because the capital cost is split between the shareholders and an international portfolio of banks. However it is not possible for the country to move over entirely to this model because of the rise and fall between the peak summer and lower winter demand levels: a commercial plant can’t afford to shut down when it is not required.

“You need to have a balance between high efficiency IPP and lower efficiency legacy generating capacity that can be turned off in the winter,” he says.

On the national scale that is probably true, but one of DEC’s jobs is to prove the efficacy of IPPs in meeting the country’s accelerating energy needs. A second plant of the same size, PP12, is due to start construction alongside PP11 next year followed by another, and at present it is thought that SEC will construct and own these plants itself. But one of Cooper’s objectives is to convince his customer that it would serve its objectives better were it to hand the project over to DEC once again. To support this argument he really needs to bring the project in on time or even ahead of time.

Progress has gone pretty well so far, he says. All the major civil construction and steelwork erection is already finished. The turbine halls are covered over and five out of the seven gas turbines have been installed together with their generators. Most of the

Dhuruma Electricity Co: PP11 project cabling and pipework has been put in place. “We are looking at bringing in the operation slightly ahead of schedule,” he says. “We are definitely on target to meet our contractual commitment to supply early power by May next year and supply 500 MW to the grid over the summer months. And I think that as long as SEC is prepared to buy it we could be producing electricity for them somewhat earlier than that.”

Cooper is hopeful of winning his case: “I want to prove everything can run and work, and start to generate electricity by mid-April. We have said that four of the seven gas turbines will be commissioned by then, and I would like to think we can improve on that number.” The efficiency of PP11 has impressed the local industry as well as SEC itself, and DEC’s ability to lean on the contractors to meet the deadline has opened many eyes. Cooper is especially proud of the way the international workforce has pulled together

despite many challenges: without direct control over the subcontractors he has earned their gratitude by involving his own highly talented cosmopolitan team to assist them to resolve issues affecting safety and performance and thereby getting progress back on track.

A particular concern of Cooper’s has been to inculcate a safety culture on the site, something that while nominally in place was not always seen as contributing directly to productivity. Two UK safety experts were recruited to transfer world-class standards to the site and its 5,000-plus workforce, few of whom come from a safety-conscious culture; as a result, the project has just recorded 5.2 million man hours without a single lost-time incident, a major contribution to the smooth progress to date. pp11-ipp.com BE

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